What is Your Transformation Engine?
“In the future, the real core competence of companies will be the ability to continuously and creatively destroy and remake themselves to meet customer demands.”
The concept of re-inventing ourselves is not new. There are countless examples of this mantra in history, think about the U.S.S.R, Germany, or China, and our contemporary culture, think of the TV show The Biggest Loser or the movie The Pursuit of Happyness. The real challenge surrounds your willingness and ability to reinvent yourself. How do you reinvent yourself? Your team? Your company? Your community?
From a transformation perspective, I see the challenge as one of creating an engine of change that will drive your strategic agenda to produce your desired results. To make this happen, a couple of key questions should be answered to set you off in the right direction, including but not limited to:
- Do you know where you are going? What are your desired financial results? What are your desired non-financial results? How do these two sets of results relate to each other?
- How will you drive the transformation? Who serves as the gas pedal? Who serves as the brakes? How do you minimize stepping on the gas and the brake simultaneously?
- Where are the brains of your transformation? Do you have enough? Do you have the right ones? Are they performing to your needs?
- Who serves as the soul of your strategic transformation? Is your team engaged? Have you won the hearts and minds of the team?
- Would you describe the leadership style of your transformation engine as visionary, coaching, affiliative, democratic, pacesetting, or commanding?¹ How versatile are your leaders and employees in flexing their style across all of these types? Which of these is optimal for your transformation?
- Would you describe the culture of your transformation engine as “interdependent collaborative”, “independent achiever”, or “dependent confirmer”?² Which of these is optimal for your transformation?
- Are you unleashing the professional, personal, and emotional capacity of the team to maximize your opportunity for success? If not, why not? What can you do differently to make this happen?
- As with any engine, what is your fuel? Are you maintaining your engine? Is it working in concert with the other moving parts or are they out of sync components?
Behind every result, good or bad, there are a series of events. And behind those events are people making decisions, or not, that impact the future. If you have well documented and understood desired results, you are one step ahead of most. With the benefit of understanding the desired results, your challenge is to identify the transformation engine, associated capabilities, people, and working styles that will propel you to deliver your desired financial and non-financial results.
- ¹From Primal Leadership, Learning to Lead with Emotional Intelligence by Daniel Goleman
- ²From Transforming Your Leadership Culture, by John B. McGuire and Gary B. Rhodes